Amy C. Edmondson
Novartis Professor of Leadership and Management
Amy C. Edmondson is the Novartis Professor of Leadership and Management. The Novartis Chair was established to enable the study of human interactions that lead to the creation of successful business enterprises for the betterment of society. Edmondson's research examines leadership, learning and innovation in teams and organizations, and has been published in numerous academic and managerial articles. Her book Teaming: How organizations learn, innovate and compete in the knowledge economy (Jossey-Bass, 2012) emphasizes managing the activities that enable collaborative work across boundaries, rather than designing and managing stable teams. She is currently studying collaboration across boundaries focused on innovation in the built environment.
Professor Edmondson teaches MBA and Executive Education courses in leadership, team effectiveness, and organizational learning, and a doctoral course in field research methods. She has served on 29 doctoral committees and is the author of more than 25 Harvard Business School case studies, including cases on Arup, The Cleveland Clinic, General Motors Powertrain, Prudential Financial, Simmons Mattress Company, YUM brands, IDEO product design, and NASA's failed Columbia mission. In 2003, the Academy of Management's Organizational Behavior Division selected Professor Edmondson for the Cummings Award for outstanding achievement in early mid-career, and in both 2000 and 2012 she received the OB division’s annual awards for the best paper published in the prior year. Her article with Anita Tucker, "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change" received the 2004 Accenture Award for significant contribution to management practice.
Before her academic career, Edmondson was Director of Research at Pecos River Learning Centers, where she worked with founder and CEO Larry Wilson to design and implement organizational change programs in a variety of Fortune 100 companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and her book, A Fuller Explanation, clarifies Fuller's mathematical contributions for anon-technical audience.
Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design, all from Harvard University
Amy C. Edmondson: Winner of the 2012 Outstanding Publication in Organizational Behavior Award from the Academy of Management’s Organizational Behavior Division for "Implicit Voice Theories: Taken-for-granted Rules of Self-censorship at Work" (Academy of Management Journal, 2011) with James Detert.
Amy C. Edmondson: Honorable Mention, 2012 Best Conference Paper Prize from the Strategic Management Society for "Managing Ambiguity: Growing a New Business in a Nascent Industry" with Tiona Zuzul.
Amy C. Edmondson: Won the 16th Annual Massachusetts Innovation & Technology Exchange (MITX) Interactive Award in eLearning in 2011 with Michael Roberto for “Leadership and Team Simulation: Everest V2.”
Amy C. Edmondson: Won 2011 Best Article from the Academy of Management Journal for "Implicit Voice Theories: Taken-for-granted Rules of Self-censorship at Work" with Jim Detert (June 2011).
Amy C. Edmondson: Winner of the 2004 Accenture Award for "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change" (with Anita Tucker, California Management Review, winter 2003).
Amy C. Edmondson: Winner of the 2000 Academy of Management Outstanding Publication in Organizational Behavior for "Psychological Safety and Learning Behavior in Work Teams" (Administrative Science Quarterly, December 1999).
Amy C. Edmondson: Winner of the Best Paper with Practical Implications Award from the Organizational Behavior Division of the Academy of Management for her paper with Melissa Valentine, "Team Scaffolds: How Minimal In-Group Structures Support Fast-Paced Teaming" (HBS Working Paper 12–062 and Academy of Management Best Paper Proceedings, 2012).